{"id":1583,"date":"2013-07-03T09:53:22","date_gmt":"2013-07-03T02:53:22","guid":{"rendered":"http:\/\/science-technology.vn\/?p=1583"},"modified":"2013-07-03T09:53:22","modified_gmt":"2013-07-03T02:53:22","slug":"tai-ki-nghe-doanh-nghiep","status":"publish","type":"post","link":"https:\/\/science-technology.vn\/?p=1583","title":{"rendered":"T\u00e1i k\u0129 ngh\u1ec7 doanh nghi\u1ec7p"},"content":{"rendered":"

Trong nhi\u1ec1u n\u0103m, c\u00e1c c\u00f4ng ti \u0111\u01b0\u1ee3c qu\u1ea3n l\u00ed ch\u1ee7 y\u1ebfu b\u1edfi nh\u1eefng ng\u01b0\u1eddi t\u1ed1t nghi\u1ec7p t\u1eeb c\u00e1c tr\u01b0\u1eddng kinh doanh v\u00e0 b\u1eb1ng c\u1ea5p trong qu\u1ea3n tr\u1ecb kinh doanh l\u00e0 ch\u00eca kho\u00e1 \u0111\u1ec3 v\u00e0o c\u00e1c v\u1ecb tr\u00ed qu\u1ea3n l\u00ed v\u00e0 \u0111i\u1ec1u h\u00e0nh. M\u1ecdi s\u1ef1 thay \u0111\u1ed5i trong nh\u1eefng n\u0103m 1990 khi Michael Hammer, m\u1ed9t gi\u00e1o s\u01b0 v\u1ec1 khoa h\u1ecdc m\u00e1y t\u00ednh \u1edf Vi\u1ec7n c\u00f4ng ngh\u1ec7 Massachusetts (Massachusetts Institute of Technology -MIT) \u0111\u00e3 \u0111\u1ec1 ngh\u1ecb r\u1eb1ng c\u00f4ng ngh\u1ec7 th\u00f4ng tin c\u00f3 th\u1ec3 \u0111\u01b0\u1ee3c d\u00f9ng \u0111\u1ec3 l\u00e0m t\u0103ng t\u00ednh hi\u1ec7u qu\u1ea3 v\u00e0 hi\u1ec7u l\u1ef1c c\u1ee7a doanh nghi\u1ec7p. Do \u0111\u00f3, qu\u1ea3n l\u00ed v\u1ec1 c\u00f4ng ngh\u1ec7 th\u00f4ng tin \u0111ang tr\u1edf th\u00e0nh nhu c\u1ea7u \u0111\u01b0\u1ee3c c\u1ea7n t\u1edbi cho doanh nghi\u1ec7p trong th\u1ebf k\u1ec9 21. \u00d4ng \u1ea5y ch\u1ee7 tr\u01b0\u01a1ng r\u1eb1ng v\u00ec ph\u1ea7n m\u1ec1m c\u00f3 th\u1ec3 \u0111\u01b0\u1ee3c \u00e1p d\u1ee5ng \u0111\u1ec3 qu\u1ea3n l\u00ed v\u00e0 thu th\u1eadp d\u1eef li\u1ec7u, nhanh h\u01a1n, t\u1ed1t h\u01a1n v\u00e0 ch\u00ednh x\u00e1c h\u01a1n, c\u00f4ng ti ph\u1ea3i b\u1eaft \u0111\u1ea7u m\u1ed9t c\u00e1ch c\u00f3 h\u1ec7 th\u1ed1ng c\u00e1ch h\u1ecd l\u00e0m kinh doanh b\u1eb1ng vi\u1ec7c t\u00edch h\u1ee3p c\u00f4ng ngh\u1ec7 th\u00f4ng tin \u0111\u1ec3 \u0111\u00e1p \u1ee9ng nhu c\u1ea7u c\u1ee7a th\u1ebf k\u1ec9 m\u1edbi. \u00d4ng \u1ea5y \u0111\u00e3 d\u00f9ng c\u1ee5m t\u1eeb “t\u00e1i k\u0129 ngh\u1ec7” v\u00e0 \u00fd t\u01b0\u1edfng c\u1ee7a \u00f4ng \u1ea5y \u0111\u00e3 t\u1ea1o ra c\u00e1ch m\u1ea1ng ho\u00e1 to\u00e0n b\u1ed9 ng\u00e0nh c\u00f4ng nghi\u1ec7p kinh doanh.<\/span><\/p>\n

Ts Hammer vi\u1ebft \u201cC\u00e1c c\u00f4ng ti ph\u1ea3i ngh\u0129 l\u1ea1i n\u1ec1n t\u1ea3ng doanh nghi\u1ec7p c\u1ee7a h\u1ecd v\u00e0 thi\u1ebft k\u1ebf l\u1ea1i tri\u1ec7t \u0111\u1ec3 c\u00e1ch h\u1ecd l\u00e0m kinh doanh b\u1eb1ng vi\u1ec7c t\u00edch h\u1ee3p c\u00f4ng ngh\u1ec7 th\u00f4ng tin \u0111\u1ec3 \u0111\u1ea1t t\u1edbi c\u1ea3i ti\u1ebfn ngo\u1ea1n m\u1ee5c v\u1ec1 hi\u1ec7u n\u0103ng.\u201d \u00dd t\u01b0\u1edfng n\u00e0y ph\u1ed5 bi\u1ebfn t\u1edbi m\u1ee9c n\u00f3 l\u1eadp t\u1ee9c \u0111\u01b0\u1ee3c ch\u1ea5p nh\u1eadn b\u1edfi h\u01a1n 80% c\u00f4ng ti l\u1edbn \u1edf M\u0129 (The Fortune 500) r\u1ed3i lan r\u1ed9ng nhanh ch\u00f3ng s\u00e1ng ch\u00e2u \u00c2u v\u00e0 Nh\u1eadt B\u1ea3n n\u0103m 1993. B\u1eb1ng vi\u1ec7c \u00e1p d\u1ee5ng c\u00f4ng ngh\u1ec7 th\u00f4ng tin v\u00e0o doanh nghi\u1ec7p thay v\u00ec con ng\u01b0\u1eddi, ng\u01b0\u1eddi ch\u1ee7 c\u00f4ng ti c\u00f3 m\u1ecdi s\u1ef1 ki\u1ec7n v\u00e0 d\u1eef li\u1ec7u nhanh h\u01a1n nhi\u1ec1u \u0111\u1ec3 nh\u1eadn di\u1ec7n s\u1ef1 kh\u00f4ng hi\u1ec7u qu\u1ea3 c\u1ee7a h\u1ecd c\u0169ng nh\u01b0 s\u1ef1 quan li\u00eau c\u1ee7a h\u1ecd m\u00e0 h\u1ecd \u0111\u00e3 t\u1ea1o ra qua th\u1eddi gian. B\u1eb1ng vi\u1ec7c \u00e1p d\u1ee5ng c\u00f4ng ngh\u1ec7 th\u00f4ng tin, ng\u01b0\u1eddi ch\u1ee7 c\u00f4ng ti v\u00e0 ng\u01b0\u1eddi qu\u1ea3n l\u00ed c\u00f3 kh\u1ea3 n\u0103ng th\u1ea5y m\u1ecdi th\u00f4ng tin th\u01b0\u1eddng b\u1ecb \u1ea9n k\u00edn kh\u1ecfi h\u1ecd trong nhi\u1ec1u n\u0103m. M\u1ed9t quan ch\u1ee9c \u0111i\u1ec1u h\u00e0nh c\u00f4ng ti ch\u1ebf t\u1ea1o l\u1edbn n\u00f3i v\u1edbi t\u1ea1p ch\u00ed Wall Street Journal: \u201cT\u00f4i \u0111\u00e3 kh\u00f4ng bi\u1ebft r\u1eb1ng ph\u1ea3i m\u1ea5t v\u00e0i tu\u1ea7n \u0111\u1ec3 cho b\u1ea3n ghi nh\u1edb vi\u1ebft c\u1ee7a t\u00f4i t\u1edbi \u0111\u01b0\u1ee3c c\u00f4ng nh\u00e2n \u1edf s\u00e0n c\u01a1 x\u01b0\u1edfng. Nh\u01b0ng \u0111i\u1ec1u \u0111\u00e1ng ng\u1ea1c nhi\u00ean nh\u1ea5t l\u00e0 \u0111i\u1ec1u t\u00f4i \u0111\u00e3 vi\u1ebft \u0111\u00e3 b\u1ecb s\u1eeda \u0111\u1ed5i khi n\u00f3 \u0111i qua nhi\u1ec1u m\u1ee9c qu\u1ea3n l\u00ed cho n\u00ean khi n\u00f3 t\u1edbi ng\u01b0\u1eddi c\u00f4ng nh\u00e2n, n\u00f3 ch\u1eb3ng c\u00f3 ngh\u0129a g\u00ec. V\u1edbi c\u00f4ng ngh\u1ec7 th\u00f4ng tin, t\u00f4i c\u00f3 th\u1ec3 g\u1eedi email v\u00e0 trong v\u00e0i gi\u00e2y, m\u1ecdi c\u00f4ng nh\u00e2n \u0111\u1ec1u nh\u1eadn \u0111\u01b0\u1ee3c n\u00f3 \u0111\u00edch x\u00e1c nh\u01b0 t\u00f4i vi\u1ebft. C\u00f4ng ngh\u1ec7 th\u00f4ng tin l\u00e0 tuy\u1ec7t v\u1eddi.\u201d M\u1ed9t ng\u01b0\u1eddi ch\u1ee7 c\u00f4ng ti kh\u00e1c n\u00f3i th\u00eam: \u201cB\u1eb1ng vi\u1ec7c c\u00f3 h\u1ec7 th\u1ed1ng c\u00f4ng ngh\u1ec7 th\u00f4ng tin thu th\u1eadp d\u1eef li\u1ec7u, v\u00e0 \u0111o k\u1ebft qu\u1ea3 c\u00f4ng ti ch\u00fang t\u00f4i, t\u00f4i bi\u1ebft \u0111\u00edch x\u00e1c n\u0103ng su\u1ea5t c\u1ee7a ch\u00fang t\u00f4i, thu nh\u1eadp c\u1ee7a ch\u00fang t\u00f4i, v\u00e0 chi ph\u00ed c\u1ee7a ch\u00fang t\u00f4i trong v\u00e0i gi\u00e2y thay v\u00ec v\u00e0i tu\u1ea7n. L\u00e0 ng\u01b0\u1eddi ch\u1ee7, t\u00f4i c\u00f3 th\u1ec3 ra quy\u1ebft \u0111\u1ecbnh nhanh h\u01a1n b\u1eb1ng vi\u1ec7c c\u00f3 m\u1ecdi th\u00f4ng tin t\u00f4i c\u1ea7n. C\u00f4ng ngh\u1ec7 th\u00f4ng tin qu\u1ea3 th\u1ef1c l\u00e0 b\u1ea3n ch\u1ea5t cho m\u1ecdi doanh nghi\u1ec7p.\u201d Trong v\u00f2ng v\u00e0i n\u0103m, t\u1eeb ng\u00e2n h\u00e0ng t\u1edbi ch\u1ebf t\u1ea1o, t\u1eeb ch\u00ednh ph\u1ee7 t\u1edbi t\u01b0 nh\u00e2n, thu\u1eadt ng\u1eef \u201ct\u00e1i k\u0129 ngh\u1ec7\u201d \u0111\u00e3 tr\u1edf th\u00e0nh ph\u1ed5 bi\u1ebfn v\u00e0 \u0111\u01b0\u1ee3c \u00e1p d\u1ee5ng r\u1ed9ng r\u00e3i tr\u00ean kh\u1eafp th\u1ebf gi\u1edbi.<\/p>\n

Ts. Hammer \u0111\u01b0a ra \u00fd t\u01b0\u1edfng c\u1ee7a m\u00ecnh trong cu\u1ed1n s\u00e1ch \u0111\u1ea7u ti\u00ean c\u1ee7a \u00f4ng \u1ea5y \u201cC\u00e1ch m\u1ea1ng t\u00e1i k\u0129 ngh\u1ec7\u201d v\u00e0 n\u00f3 l\u1eadp t\u1ee9c \u0111\u01b0\u1ee3c b\u00e1n h\u00e0ng tri\u1ec7u b\u1ea3n trong th\u00e1ng \u0111\u1ea7u ti\u00ean v\u00e0 \u0111\u01b0\u1ee3c coi l\u00e0 \u201cs\u00e1ch ph\u1ea3i \u0111\u01b0\u1ee3c \u0111\u1ecdc\u201d cho m\u1ecdi ng\u01b0\u1eddi \u0111i\u1ec1u h\u00e0nh. \u00d4ng \u1ea5y b\u1eaft \u0111\u1ea7u v\u1edbi m\u1ed9t c\u00e2u n\u00f3i m\u00e0 th\u1eadm ch\u00ed ng\u00e0y nay v\u1eabn c\u00f2n \u0111\u01b0\u1ee3c coi nh\u01b0 l\u1eddi ti\u00ean tri: \u201cC\u00f4ng ti kh\u00f4ng t\u1eadp trung v\u00e0o kh\u00e1ch h\u00e0ng c\u1ee7a m\u00ecnh v\u00e0 kh\u00f4ng c\u00f3 c\u00e1c qui tr\u00ecnh t\u1ea1o ra gi\u00e1 tr\u1ecb cho kh\u00e1ch h\u00e0ng c\u1ee7a m\u00ecnh s\u1ebd kh\u00f4ng t\u1ed3n t\u1ea1i l\u00e2u trong th\u1ebf gi\u1edbi n\u00e0y.\u201d \u00d4ng \u1ea5y k\u1ebft lu\u1eadn cu\u1ed1n s\u00e1ch b\u1eb1ng m\u1ed9t l\u1eddi khuy\u00ean \u0111\u01a1n gi\u1ea3n: \u201cT\u00ecm ra kh\u00e1ch h\u00e0ng n\u00e0o th\u1ef1c s\u1ef1 c\u1ea7n, r\u1ed3i thi\u1ebft k\u1ebf c\u00e1c qui tr\u00ecnh \u0111\u00e1p \u1ee9ng nhu c\u1ea7u \u0111\u00f3.\u201d Cu\u1ed1n s\u00e1ch n\u00e0o bao g\u1ed3m nhi\u1ec1u ch\u01b0\u01a1ng nh\u01b0ng kh\u00e1i ni\u1ec7m m\u1ea5u ch\u1ed1t l\u00e0 h\u1ed9i t\u1ee5 v\u00e0o vi\u1ec7c x\u00e1c \u0111\u1ecbnh qui tr\u00ecnh cho m\u1ecdi ho\u1ea1t \u0111\u1ed9ng then ch\u1ed1t trong c\u00f4ng ti thay v\u00ec d\u1ef1a tr\u00ean ch\u1ec9 \u0111\u1ea1o c\u00e1 nh\u00e2n c\u1ee7a c\u1ea5p qu\u1ea3n l\u00ed. \u00d4ng \u1ea5y d\u1ef1 \u0111o\u00e1n r\u1eb1ng trong th\u1ebf k\u1ec9 21, c\u00e1c c\u00f4ng ti s\u1ebd ph\u1ea3i c\u1ea1nh tranh kh\u1ed1c li\u1ec7t v\u1ec1 v\u1ecb th\u1ebf th\u1ecb tr\u01b0\u1eddng v\u00e0 t\u00ednh hi\u1ec7u qu\u1ea3 l\u00e0 y\u1ebfu t\u1ed1 then ch\u1ed1t \u0111\u1ec3 ti\u1ebfn l\u00ean tr\u01b0\u1edbc. C\u00e1c c\u00f4ng ti c\u00f3 qui tr\u00ecnh xu\u1ea5t s\u1eafc s\u1ebd l\u00e0 th\u00e0nh c\u00f4ng nh\u1ea5t, sinh l\u1eddi nh\u1ea5t, c\u00f3 th\u1ec3 t\u0103ng tr\u01b0\u1edfng nhanh ch\u00f3ng v\u00e0 lo\u1ea1i \u0111\u1ed1i th\u1ee7 c\u1ea1nh tranh. \u00d4ng \u1ea5y vi\u1ebft: \u201cB\u1eb1ng vi\u1ec7c c\u00f3 c\u00f4ng ngh\u1ec7 th\u00f4ng tin t\u1ea1o kh\u1ea3 n\u0103ng cho c\u00e1c qui tr\u00ecnh doanh nghi\u1ec7p, ng\u01b0\u1eddi qu\u1ea3n l\u00ed c\u00f3 th\u1ec3 truy nh\u1eadp v\u00e0o d\u1eef li\u1ec7u v\u00e0 ra quy\u1ebft \u0111\u1ecbnh nhanh ch\u00f3ng v\u00e0 v\u1ea5n \u0111\u1ec1 c\u00f3 th\u1ec3 \u0111\u01b0\u1ee3c gi\u1ea3i quy\u1ebft s\u1edbm ngay khi ch\u00fang x\u1ea3y ra.\u201d<\/p>\n

V\u00ec \u00fd t\u01b0\u1edfng c\u1ee7a \u00f4ng \u1ea5y \u0111\u00e3 \u0111\u01b0\u1ee3c ch\u1ea5p nh\u1eadn tr\u00ean kh\u1eafp th\u1ebf gi\u1edbi, \u00f4ng \u1ea5y d\u00e0nh nhi\u1ec1u n\u0103m ti\u1ebfp \u0111\u1ec3 thu th\u1eadp d\u1eef li\u1ec7u v\u00e0 ph\u00e2n t\u00edch ch\u00fang r\u1ed3i n\u0103m 2004 \u00f4ng \u1ea5y xu\u1ea5t b\u1ea3n cu\u1ed1n s\u00e1ch kh\u00e1c c\u00f3 t\u00ean \u201cT\u00e1i k\u0129 ngh\u1ec7 T\u1eadp \u0111o\u00e0n\u201d trong \u0111\u00f3 \u00f4ng \u1ea5y vi\u1ebft: “Nhi\u1ec1u c\u00f4ng ti t\u1eeb Dell t\u1edbi Toyota, t\u1eeb Southwest Airlines t\u1edbi General Electric \u0111\u00e3 n\u1edf hoa kh\u00f4ng ph\u1ea3i b\u1edfi v\u00ec \u0111i\u1ec1u h\u1ecd l\u00e0m nh\u01b0ng b\u1edfi v\u00ec c\u00e1ch h\u1ecd l\u00e0m n\u00f3: B\u1eb1ng vi\u1ec7c c\u00f3 c\u00e1c qui tr\u00ecnh xu\u1ea5t s\u1eafc t\u1ea1i ch\u1ed7 v\u00e0 c\u00f3 ng\u01b0\u1eddi c\u1ee7a h\u1ecd tu\u00e2n theo ch\u00fang, h\u1ecd \u0111\u01a1n gi\u1ea3n v\u1eadn h\u00e0nh t\u1ed1t h\u01a1n nhi\u1ec1u so v\u1edbi \u0111\u1ed1i th\u1ee7 c\u1ee7a h\u1ecd. V\u00e0o l\u00fac \u00f4ng \u1ea5y xu\u1ea5t b\u1ea3n cu\u1ed1n s\u00e1ch th\u1ee9 hai, \u0111\u00e3 c\u00f3 thay \u0111\u1ed5i l\u1edbn trong kinh doanh to\u00e0n c\u1ea7u. C\u1ea1nh tranh gi\u1eefa c\u00e1c c\u00f4ng ti \u0111\u00e3 d\u1eef d\u1ed9i t\u1edbi m\u1ee9c tr\u00ean 70% c\u00e1c c\u00f4ng ti l\u1edbn \u0111\u00e3 bi\u1ebfn m\u1ea5t kh\u1ecfi th\u1ecb tr\u01b0\u1eddng, do h\u1ecd kh\u00f4ng c\u00f3 kh\u1ea3 n\u0103ng c\u1ea1nh tranh v\u1edbi nh\u1eefng c\u00f4ng ti m\u1ea1nh h\u01a1n v\u00e0 gi\u1ecfi h\u01a1n. C\u00e1c c\u00f4ng ti nh\u01b0 Toyota v\u00e0 GE th\u1ea5y c\u1ed5 phi\u1ebfu c\u1ee7a h\u1ecd t\u0103ng gi\u00e1 tr\u1ecb v\u00e0i l\u1ea7n v\u00e0 ti\u1ebfp t\u1ee5c t\u0103ng tr\u01b0\u1edfng nhanh h\u01a1n v\u00e0 l\u1edbn h\u01a1n. Toyota l\u00e0 c\u00f4ng ti Nh\u1eadt B\u1ea3n \u0111\u1ea7u ti\u00ean ch\u1ea5p nh\u1eadn \u00fd t\u01b0\u1edfng c\u1ee7a Ts. Hammer v\u00e0 c\u00f3 s\u1ea3n ph\u1ea9m ch\u1ea5t l\u01b0\u1ee3ng t\u1ed1t nh\u1ea5t. M\u1ed9t ng\u01b0\u1eddi qu\u1ea3n l\u00ed c\u00f4ng ti gi\u1ea3i th\u00edch: \u201cCh\u00fang t\u00f4i \u0111\u00e3 l\u00e0m xe h\u01a1i trong nhi\u1ec1u n\u0103m, ch\u00fang t\u00f4i c\u00f3 qui tr\u00ecnh ch\u1ebf t\u1ea1o c\u1ee7a m\u00ecnh t\u1ea1i ch\u1ed7 nh\u01b0ng m\u00e3i t\u1edbi khi ch\u00fang t\u00f4i \u00e1p d\u1ee5ng c\u00f4ng ngh\u1ec7 th\u00f4ng tin \u0111\u1ec3 thu th\u1eadp \u0111\u1ed9 \u0111o v\u00e0 c\u00f3 kh\u1ea3 n\u0103ng ra quy\u1ebft \u0111\u1ecbnh nhanh ch\u00f3ng, ch\u1ea5t l\u01b0\u1ee3ng c\u1ee7a ch\u00fang t\u00f4i \u0111\u01b0\u1ee3c c\u1ea3i ti\u1ebfn \u0111\u00e1ng k\u1ec3. Ch\u00ednh l\u00e0 qui tr\u00ecnh xu\u1ea5t s\u1eafc n\u00e0y m\u00e0 ch\u00fang t\u00f4i b\u1eaft \u0111\u1ea7u l\u00e0m xe ch\u1ea5t l\u01b0\u1ee3ng cao nh\u01b0 xe Lexus \u0111\u1ec3 c\u1ea1nh tranh v\u1edbi Mercedes v\u00e0 BMW. Th\u00e0nh c\u00f4ng c\u1ee7a ch\u00fang t\u00f4i \u0111\u00e3 d\u1ef1a tr\u00ean \u00fd t\u01b0\u1edfng c\u1ee7a Ts. Hammer.\u201d<\/p>\n

N\u0103m 2007 Ts. Hammer xu\u1ea5t b\u1ea3n cu\u1ed1n s\u00e1ch th\u1ee9 ba c\u1ee7a \u00f4ng \u1ea5y c\u00f3 t\u00ean \u201cNhanh h\u01a1n, t\u1ed1t h\u01a1n v\u00e0 r\u1ebb h\u01a1n\u201d \u1edf \u0111\u00f3 \u00f4ng \u1ea5y ch\u1ee7 tr\u01b0\u01a1ng r\u1eb1ng qui tr\u00ecnh doanh nghi\u1ec7p c\u1ea7n “ph\u00e1t ki\u1ebfn” \u0111\u1ec3 \u0111\u01b0a n\u00f3 sang m\u1ee9c ti\u1ebfp. \u0110\u1ec3 l\u00e0m \u0111i\u1ec1u \u0111\u00f3, n\u00f3 y\u00eau c\u1ea7u tri th\u1ee9c k\u0129 thu\u1eadt v\u00e0 g\u1ee3i \u00fd vi\u1ec7c t\u00edch h\u1ee3p doanh nghi\u1ec7p v\u00e0 c\u00f4ng ngh\u1ec7 th\u00e0nh m\u1ed9t l\u0129nh v\u1ef1c m\u1edbi c\u00f3 t\u00ean l\u00e0 \u201cQu\u1ea3n l\u00ed h\u1ec7 th\u00f4ng tin\u201d. \u00d4ng \u1ea5y c\u1ea3nh b\u00e1o r\u1eb1ng trong th\u1eddi \u0111\u1ea1i th\u00f4ng tin, \u0111i\u1ec1u b\u1ea3n ch\u1ea5t l\u00e0 ng\u01b0\u1eddi \u0111i\u1ec1u h\u00e0nh c\u00f4ng ti ph\u1ea3i c\u00f3 tri th\u1ee9c v\u1ec1 c\u00f4ng ngh\u1ec7. \u00d4ng \u1ea5y vi\u1ebft: \u201c\u0110\u1ec3 \u1edf trong v\u1ecb tr\u00ed l\u00e3nh \u0111\u1ea1o, ng\u01b0\u1eddi \u0111i\u1ec1u h\u00e0nh ph\u1ea3i c\u00f3 c\u1ea3 k\u0129 n\u0103ng k\u0129 thu\u1eadt v\u00e0 doanh nghi\u1ec7p b\u1edfi v\u00ec h\u1ecd l\u00e0 c\u01a1 s\u1edf k\u00e9o d\u00e0i duy nh\u1ea5t cho hi\u1ec7u n\u0103ng cao si\u00eau.\u201d V\u00e0o l\u00fac \u0111\u00f3, \u0111\u00e3 c\u00f3 nhi\u1ec1u ch\u1ed1ng \u0111\u1ed1i t\u1eeb nh\u1eefng ng\u01b0\u1eddi \u1edf tr\u01b0\u1eddng kinh doanh, nhi\u1ec1u ng\u01b0\u1eddi coi \u00f4ng \u1ea5y nh\u01b0 ng\u01b0\u1eddi thu\u1ed9c ph\u00e1i m\u00e1y t\u00ednh ch\u1ee9 kh\u00f4ng ph\u1ea3i ng\u01b0\u1eddi doanh nghi\u1ec7p v\u00e0 kh\u00f4ng n\u00ean can thi\u1ec7p v\u00e0o khu v\u1ef1c doanh nghi\u1ec7p. V\u00e0i ng\u01b0\u1eddi l\u00e3nh \u0111\u1ea1o doanh nghi\u1ec7p g\u1ecdi \u0111i\u1ec1u \u0111\u00f3 l\u00e0: \u201cTuy\u00ean b\u1ed1 d\u0169ng c\u1ea3m nh\u01b0ng ph\u00f3ng \u0111\u1ea1i.\u201d Ch\u1ec9 v\u00e0i \u0111\u1ea1i h\u1ecdc h\u00e0ng \u0111\u1ea7u nh\u01b0 Harvard, MIT, Stanford v\u00e0 Carnegie Mellon ch\u1ea5p nh\u1eadn \u00fd t\u01b0\u1edfng c\u1ee7a \u00f4ng \u1ea5y v\u00e0 m\u1edf l\u0129nh v\u1ef1c m\u1edbi t\u00edch h\u1ee3p doanh nghi\u1ec7p v\u00e0 c\u00f4ng ngh\u1ec7. Ph\u1ea3i m\u00e3i t\u1edbi sau c\u00e1i ch\u1ebft c\u1ee7a \u00f4ng \u1ea5y n\u0103m 2008, m\u1ecdi ng\u01b0\u1eddi m\u1edbi b\u1eaft \u0111\u1ea7u nh\u1eadn ra tr\u00ed hu\u1ec7 c\u1ee7a \u00f4ng \u1ea5y nh\u01b0 \u0111\u01b0\u1ee3c bi\u1ec3u th\u1ecb b\u1edfi c\u00e1c c\u00f4ng ti c\u00f4ng ngh\u1ec7 th\u00e0nh c\u00f4ng nh\u01b0 Apple v\u00e0 Google, c\u1ea3 hai c\u00f4ng ti ti\u1ebfp t\u1ee5c th\u1ecbnh v\u01b0\u1ee3ng b\u1edfi v\u00ec c\u00e1c s\u1ea3n ph\u1ea9m v\u00e0 d\u1ecbch v\u1ee5 ph\u00e1t ki\u1ebfn c\u1ee7a h\u1ecd.<\/p>\n

Kh\u00e1i ni\u1ec7m “t\u00e1i k\u0129 ngh\u1ec7” doanh nghi\u1ec7p d\u1ef1a tr\u00ean thu\u1eadt ng\u1eef “qui tr\u00ecnh” m\u00e0 ch\u00ednh l\u00e0 t\u1eadp c\u00e1c ho\u1ea1t \u0111\u1ed9ng \u0111\u01b0\u1ee3c x\u00e1c \u0111\u1ecbnh r\u00f5 r\u00e0ng c\u1ea3 \u1edf m\u1ee9c chi\u1ebfn l\u01b0\u1ee3c v\u00e0 v\u1eadn h\u00e0nh. N\u00f3 \u0111\u00e3 \u0111\u01b0\u1ee3c m\u00f4 t\u1ea3 l\u00e0 “t\u01b0 duy l\u1ea1i n\u1ec1n t\u1ea3ng v\u00e0 thi\u1ebft k\u1ebf l\u1ea1i tri\u1ec7t \u0111\u1ec3 doanh nghi\u1ec7p \u0111\u1ec3 \u0111\u1ea1t t\u1edbi c\u1ea3i ti\u1ebfn ngo\u1ea1n m\u1ee5c v\u1ec1 chi ph\u00ed, ch\u1ea5t l\u01b0\u1ee3ng, d\u1ecbch v\u1ee5 v\u00e0 t\u1ed1c \u0111\u1ed9.\u201d Kh\u00e1i ni\u1ec7m n\u00e0y y\u00eau c\u1ea7u c\u1ea5p qu\u1ea3n l\u00ed ph\u00e2n t\u00edch c\u00e1ch l\u00e0m kinh doanh truy\u1ec1n th\u1ed1ng c\u1ee7a c\u00f4ng ti, \u0111i\u1ec1u d\u1ef1a tr\u00ean c\u1ea5u tr\u00fac ch\u1ee9c n\u0103ng chi\u1ec1u \u0111\u1ee9ng, chia ch\u00fang ra th\u00e0nh c\u00e1c nhi\u1ec7m v\u1ee5 nh\u1ecf h\u01a1n d\u00f9ng m\u00f4 h\u00ecnh \u0111\u01a1n gi\u1ea3n c\u00f3 t\u00ean ETVX (Entry criteria – ti\u00eau ch\u00ed v\u00e0o, Exit criteria- ti\u00eau ch\u00ed ra, Task- nhi\u1ec7m v\u1ee5, Verification-th\u1ea9m tra v\u00e0 \u0110o) r\u1ed3i l\u1eafp r\u00e1p ch\u00fang l\u1ea1i theo qui tr\u00ecnh chi\u1ec1u ngang hi\u1ec7u qu\u1ea3 h\u01a1n n\u01a1i c\u00e1c c\u00f4ng nh\u00e2n c\u00f3 th\u1ec3 \u0111\u01b0\u1ee3c \u0111\u00e0o t\u1ea1o \u0111\u1ec3 tu\u00e2n theo ch\u00fang cho nh\u1ea5t qu\u00e1n. Ts. Hammer vi\u1ebft: \u201cKh\u00f4ng c\u00f3 qui tr\u00ecnh, m\u1ecdi th\u1ee9 \u0111\u1ec1u d\u1ef1a tr\u00ean ch\u1ec9 \u0111\u1ea1o c\u00e1 nh\u00e2n v\u00e0 \u01b0a th\u00edch con ng\u01b0\u1eddi. Ki\u1ec3u v\u1eadn h\u00e0nh n\u00e0y r\u1ea5t kh\u00f4ng hi\u1ec7u qu\u1ea3. N\u00f3 th\u01b0\u1eddng \u0111\u01b0\u1ee3c d\u00f9ng \u0111\u1ec3 che gi\u1ea5u th\u00f4ng tin, che gi\u1ea5u s\u1ef1 kh\u00f4ng th\u00edch h\u1ee3p c\u1ee7a c\u1ea5p qu\u1ea3n l\u00ed, che gi\u1ea5u t\u00ednh kh\u00f4ng hi\u1ec7u qu\u1ea3 c\u1ee7a v\u1eadn h\u00e0nh, v\u00e0 th\u00fac \u0111\u1ea9y quan li\u00eau. C\u00e1c c\u00e1 nh\u00e2n th\u01b0\u1eddng l\u1ea1m d\u1ee5ng h\u1ec7 th\u1ed1ng b\u1eb1ng vi\u1ec7c b\u1ea3o v\u1ec7 ch\u1ee9c n\u0103ng ri\u00eang c\u1ee7a h\u1ecd, ch\u1ee9c v\u1ee5 ri\u00eang c\u1ee7a h\u1ecd v\u00e0 vi\u1ec7c l\u00e0m ri\u00eang c\u1ee7a h\u1ecd. \u0110i\u1ec1u n\u00e0y l\u00e0 kh\u00f4ng ch\u1ea5p nh\u1eadn \u0111\u01b0\u1ee3c trong th\u1eddi n\u00e0y n\u01a1i c\u1ea1nh tranh to\u00e0n c\u1ea7u l\u00e0 m\u1ea5u ch\u1ed1t. B\u1eb1ng vi\u1ec7c kh\u1eed b\u1ecf ki\u1ec3u “ph\u00e2n l\u00f4 chi\u1ec1u \u0111\u1ee9ng” theo ch\u1ee9c n\u0103ng r\u1ed3i l\u1eafp r\u00e1p ch\u00fang l\u1ea1i theo “qui tr\u00ecnh chi\u1ec1u ngang”, c\u1ea5p qu\u1ea3n l\u00ed c\u00f3 th\u1ec3 ph\u01a1i b\u00e0y nh\u1eefng l\u00e3ng ph\u00ed c\u00f4ng ti, t\u00ednh kh\u00f4ng hi\u1ec7u qu\u1ea3, v\u00e0 bu\u1ed9c c\u00e1c c\u00f4ng ti ph\u1ea3i nh\u00ecn v\u00e0 c\u00e1ch th\u1ee9c m\u1edbi \u0111\u1ec3 gi\u1ea3m l\u00e3ng ph\u00ed v\u00e0 h\u1ee3p l\u00ed ho\u00e1 b\u1ea3n th\u00e2n h\u1ecd.\u201d<\/p>\n

Kh\u00f4ng ai b\u1ea5t \u0111\u1ed3ng v\u1edbi \u00fd t\u01b0\u1edfng n\u00e0y v\u1ec1 “t\u00e1i k\u0129 ngh\u1ec7” nh\u01b0ng ph\u1ea7n l\u1edbn nh\u1eefng ng\u01b0\u1eddi qu\u1ea3 l\u00ed l\u1ea1i h\u00e0i l\u00f2ng \u00e1p \u0111\u1eb7t n\u00f3 l\u00ean ng\u01b0\u1eddi kh\u00e1c nh\u01b0ng kh\u00f4ng l\u00ean b\u1ea3n th\u00e2n h\u1ecd. Nhi\u1ec1u ng\u01b0\u1eddi d\u00f9ng n\u00f3 l\u00e0m l\u00ed do \u0111\u1ec3 sa th\u1ea3i c\u00f4ng nh\u00e2n thay v\u00ec c\u1ea3i ti\u1ebfn v\u1eadn h\u00e0nh v\u00e0 cho “t\u00e1i k\u0129 ngh\u1ec7” l\u00e0 c\u00e1i t\u00ean x\u1ea5u. Trong nh\u1eefng n\u0103m 1990, nhi\u1ec1u c\u00f4ng ti n\u00f3i r\u1eb1ng h\u1ecd \u0111\u00e3 \u00e1p d\u1ee5ng c\u00e1ch ti\u1ebfp c\u1eadn c\u1ee7a Hammer \u0111\u1ec3 sa th\u1ea3i m\u1ed9t s\u1ed1 c\u00f4ng nh\u00e2n \u0111\u1ec3 gi\u1ea3m chi ph\u00ed. Ng\u00e0nh c\u00f4ng nghi\u1ec7p b\u1ecb r\u1ed1i lo\u1ea1n \u0111i\u1ec1u nh\u1eafc Ts. Hammer b\u1eaft \u0111\u1ea7u cu\u1ed1n s\u00e1ch cu\u1ed1i c\u00f9ng c\u1ee7a \u00f4ng \u1ea5y “Qu\u1ea3n l\u00ed t\u00e1i k\u0129 ngh\u1ec7” \u1edf \u0111\u00f3 \u00f4ng \u1ea5y vi\u1ebft: \u201cN\u1ebfu ng\u01b0\u1eddi ch\u1ee7 c\u00f4ng ti kh\u00f4ng nghi\u00eam ch\u1ec9nh thay \u0111\u1ed5i c\u00e1ch ngh\u0129 c\u1ee7a h\u1ecd v\u00e0 \u0111\u1ec3 ph\u1ea7n l\u1edbn vi\u1ec7c qu\u1ea3n l\u00ed kh\u00f4ng b\u1ecb \u0111\u1ed9ng ch\u1ea1m t\u1edbi th\u00ec h\u1ecd s\u1ebd ph\u00e1 hu\u1ef7 ch\u00ednh c\u1ea5u tr\u00fac c\u1ee7a c\u00f4ng ti ri\u00eang c\u1ee7a h\u1ecd. Thay \u0111\u1ed5i ph\u1ea3i b\u1eaft \u0111\u1ea7u t\u1eeb tr\u00ean \u0111\u1ec9nh v\u1edbi t\u01b0 duy m\u1edbi v\u00e0 c\u00e1ch m\u1edbi l\u00e0m kinh doanh.\u201d M\u1eb7c cho vi\u1ec7c \u0111\u1ea3m b\u1ea3o c\u1ee7a \u00f4ng \u1ea5y, nhi\u1ec1u c\u00f4ng ti \u0111\u00e3 b\u1ecf qua n\u00f3 v\u00e0 ti\u1ebfp t\u1ee5c v\u1eadn h\u00e0nh theo c\u00f9ng c\u00e1ch h\u1ecd \u0111\u00e3 l\u00e0m tr\u01b0\u1edbc \u0111\u00e2y b\u1eb1ng c\u00e1ch gi\u1ea3m c\u00f4ng nh\u00e2n thay v\u00ec ng\u01b0\u1eddi qu\u1ea3n l\u00ed gi\u1ea3m chi ph\u00ed. Tuy nhi\u00ean, v\u1edbi to\u00e0n c\u1ea7u ho\u00e1 v\u00e0 c\u1ea1nh tranh kinh doanh x\u1ea3y ra \u1edf qui m\u00f4 to\u00e0n c\u1ea7u thay v\u00ec qui m\u00f4 c\u1ee5c b\u1ed9, con s\u1ed1 nh\u01b0ng c\u00f4ng ti “t\u1eeb ch\u1ed1i thay \u0111\u1ed5i” n\u00e0y \u0111ang bi\u1ebfn m\u1ea5t nhanh ch\u00f3ng.<\/p>\n

T\u00e1i k\u0129 ngh\u1ec7 \u0111\u00e3 \u0111\u01b0\u1ee3c th\u1ef1c hi\u1ec7n v\u1edbi th\u00e0nh c\u00f4ng \u0111\u00e1ng k\u1ec3 b\u1edfi m\u1ed9t s\u1ed1 c\u00f4ng ti. Th\u00e0nh c\u00f4ng nh\u1ea5t l\u00e0 c\u00f4ng ti Apple. Khi Steve Jobs tr\u1edf l\u1ea1i Apple v\u00e0o l\u00fac c\u00f4ng ti n\u00e0y \u0111ang tr\u00ean b\u1edd c\u1ee7a ph\u00e1 s\u1ea3n, \u00f4ng \u1ea5y b\u1eaft \u0111\u1ea7u b\u1eb1ng vi\u1ec7c ki\u1ec3m \u0111i\u1ec3m l\u1ea1i m\u1ecdi qui tr\u00ecnh trong ph\u00e1t tri\u1ec3n s\u1ea3n ph\u1ea9m c\u1ee7a Apple. B\u1eb1ng vi\u1ec7c t\u00e1i k\u0129 ngh\u1ec7 ho\u00e0n to\u00e0n c\u00e1c qui tr\u00ecnh s\u1ea3n ph\u1ea9m m\u1edbi c\u1ee7a n\u00f3 v\u00e0 kh\u1eed b\u1ecf nh\u1eefng s\u1ea3n ph\u1ea9m kh\u00f4ng sinh l\u1eddi, Steve Jobs c\u00f3 th\u1ec3 h\u1ed9i t\u1ee5 v\u00e0o s\u1ea3n ph\u1ea9m “ph\u00e1t ki\u1ebfn” nh\u01b0 iPod, iPhone, v\u00e0 iPad r\u1ed3i t\u00e1i k\u0129 ngh\u1ec7 c\u00f4ng ti tr\u1edf th\u00e0nh c\u00f4ng ti l\u1edbn nh\u1ea5t v\u00e0 th\u00e0nh c\u00f4ng nh\u1ea5t tr\u00ean th\u1ebf gi\u1edbi ng\u00e0y nay. Khi \u00f4ng Jobs tr\u1edf v\u1ec1 Apple, c\u1ed5 phi\u1ebfu c\u1ee7a n\u00f3 c\u00f3 gi\u00e1 tr\u1ecb $9 \u0111\u00f4 la. V\u00e0o l\u00fac \u00f4ng \u1ea5y ch\u1ebft, c\u1ed5 phi\u1ebfu \u0111\u00e3 c\u00f3 gi\u00e1 tr\u1ecb $510 \u0111\u00f4 la v\u00e0 c\u00f3 th\u1ec3 l\u00ean cao h\u01a1n. M\u1ed9t nh\u00e0 ph\u00e2n t\u00edch kinh doanh Wall Street vi\u1ebft: \u201c\u0110i\u1ec1u Apple \u0111\u00e3 l\u00e0m l\u00e0 kh\u00f4ng m\u1edbi. \u00dd t\u01b0\u1edfng v\u1ec1 vi\u1ec7c c\u00f3 qui tr\u00ecnh \u0111\u01b0\u1ee3c x\u00e1c \u0111\u1ecbnh v\u00e0 ph\u00e1t ki\u1ebfn \u0111\u00e3 \u0111\u01b0\u1ee3c bi\u1ebft r\u00f5 trong nhi\u1ec1u n\u0103m. Tuy nhi\u00ean \u0111i\u1ec1u h\u1ecd \u0111\u00e3 l\u00e0m l\u00e0 \u1edf ch\u1ed7 h\u1ecd tu\u00e2n theo n\u00f3 t\u1edbi c\u1ef1c \u0111i\u1ec3m b\u1eb1ng vi\u1ec7c kh\u1eed b\u1ecf m\u1ecdi thi\u1ebfu s\u00f3t, m\u1ecdi v\u00f4 hi\u1ec7u qu\u1ea3, v\u00e0 m\u1ecdi sai l\u1ea7m nh\u1ecf. V\u00ec m\u1ecdi th\u1ee9 \u0111\u01b0\u1ee3c ki\u1ec3m so\u00e1t b\u1eb1ng h\u1ec7 th\u00f4ng tin hi\u1ec7u qu\u1ea3, t\u1eeb v\u0103n ph\u00f2ng c\u1ee7a m\u00ecnh \u00f4ng Jobs c\u00f3 th\u1ec3 theo d\u00f5i g\u1ea7n nh\u01b0 m\u1ecdi th\u1ee9 x\u1ea3y ra trong c\u00f4ng ti c\u1ee7a \u00f4ng \u1ea5y. B\u1eb1ng vi\u1ec7c cho ph\u00e9p \u00f4ng \u1ea5y nh\u00ecn chi ti\u1ebft v\u00e0o m\u1ecdi qui tr\u00ecnh v\u00e0 c\u00f3 m\u1ecdi nh\u00e2n vi\u00ean \u0111\u01b0\u1ee3c \u0111\u00e0o t\u1ea1o \u0111\u1ec3 tu\u00e2n theo qui tr\u00ecnh \u0111\u01b0\u1ee3c x\u00e1c \u0111\u1ecbnh, h\u1ecd c\u00f3 th\u1ec3 l\u00e0m ra nh\u1eefng s\u1ea3n ph\u1ea9m t\u1ed1t nh\u1ea5t trong th\u1eddi gian ng\u1eafn nh\u1ea5t c\u00f3 th\u1ec3, v\u00e0 d\u1ea7u v\u1eady v\u1eabn c\u00f3 ch\u1ea5t l\u01b0\u1ee3ng cao nh\u1ea5t h\u01a1n c\u00e1c \u0111\u1ed1i th\u1ee7 c\u1ea1nh tranh c\u1ee7a h\u1ecd.\u201d<\/p>\n

T\u1eeb th\u00e0nh c\u00f4ng c\u1ee7a Apple v\u00e0 Toyota, nhi\u1ec1u ng\u01b0\u1eddi b\u1eaft \u0111\u1ea7u n\u00f3i v\u1ec1 kh\u00e1i ni\u1ec7m “t\u00e1i k\u0129 ngh\u1ec7” nh\u01b0 n\u00f3 l\u00e0 th\u1ee9 m\u1edbi. M\u1ed9t s\u1ed1 tr\u01b0\u1eddng b\u1eaft \u0111\u1ea7u cung c\u1ea5p m\u00f4n h\u1ecdc Qu\u1ea3n l\u00ed h\u1ec7 th\u00f4ng tin Information System Management (ISM) trong ch\u01b0\u01a1ng tr\u00ecnh c\u1ee7a h\u1ecd. Trong th\u1ebf gi\u1edbi thay \u0111\u1ed5i nhanh n\u00e0y, m\u1ecdi ng\u01b0\u1eddi th\u01b0\u1eddng qu\u00ean m\u1ecdi th\u1ee9 nhanh ch\u00f3ng r\u1eb1ng t\u00e1i k\u0129 ngh\u1ec7 qui tr\u00ecnh doanh nghi\u1ec7p kh\u00f4ng ph\u1ea3i l\u00e0 m\u1edbi. N\u00f3 \u0111\u00e3 \u0111\u01b0\u1ee3c \u0111\u1ec1 ngh\u1ecb t\u1eeb nh\u1eefng n\u0103m 1990. Tuy nhi\u00ean, v\u1eabn c\u00f2n kh\u00f3 th\u1ef1c hi\u1ec7n n\u00f3 ngay c\u1ea3 ng\u00e0y nay. Nhi\u1ec1u c\u00f4ng ti v\u1eabn c\u00f2n ng\u1ea7n ng\u1ea1i ch\u1ea5p nh\u1eadn n\u00f3. Trong cu\u1ed9c ph\u1ecfng v\u1ea5n v\u1edbi t\u1ea1p ch\u00ed Wall Street Journal, m\u1ed9t ng\u01b0\u1eddi qu\u1ea3n l\u00ed th\u1eeba nh\u1eadn: \u201cN\u00f3 l\u00e0 m\u1ed9t \u00fd t\u01b0\u1edfng hay; n\u00f3 c\u00f3 t\u00e1c d\u1ee5ng t\u1ed1t \u1edf \u0111\u00e2u \u0111\u00f3 nh\u01b0ng kh\u00f4ng \u1edf trong c\u00f4ng ti c\u1ee7a t\u00f4i. N\u00f3 cho ph\u00e9p ng\u01b0\u1eddi ch\u1ee7 bi\u1ebft nhi\u1ec1u h\u01a1n v\u1ec1 \u0111i\u1ec1u x\u1ea3y ra trong c\u00f4ng ti. N\u00f3 cho ph\u00e9p ng\u01b0\u1eddi ch\u1ee7 nh\u1eadn di\u1ec7n thi\u1ebfu s\u00f3t. N\u00f3 cho ph\u00e9p c\u00f4ng nh\u00e2n th\u1ea5y d\u1eef li\u1ec7u v\u00e0 ra quy\u1ebft \u0111\u1ecbnh \u0111\u1ec3 s\u1eeda sai l\u1ea7m nhanh ch\u00f3ng. N\u00f3 l\u00e0m l\u1ed9 ra m\u1ecdi th\u1ee9 m\u1ecdi ng\u01b0\u1eddi l\u00e0m v\u00e0 n\u00f3 \u0111o m\u1ecdi th\u1ee9 b\u1eb1ng m\u00e1y t\u00ednh. N\u00f3 r\u1ea5t hi\u1ec7u qu\u1ea3 nh\u01b0ng l\u00e0 ng\u01b0\u1eddi qu\u1ea3n l\u00ed ch\u00fang t\u00f4i kh\u00f4ng th\u1ec3 cho ph\u00e9p \u0111i\u1ec1u \u0111\u00f3 x\u1ea3y ra. \u0110i\u1ec1u g\u00ec s\u1ebd x\u1ea3y ra cho ch\u00fang t\u00f4i?<\/p>\n

 <\/p>\n

—-English version—–<\/p>\n

 <\/p>\n

Business Reengineering<\/p>\n

For many years, companies are managed mostly by graduates from business schools and degree in business administration is the key to get into management and executive positions. It all changed in 1990s when Michael Hammer, a professor of computer science at Massachusetts Institute of Technology (MIT) proposed that Information Technology can be used to increase the effectiveness and efficient of business. Therefore, the management of information technology is becoming the needed skills for business in the 21st<\/sup> century. He advocated that since software can be applied to manage and collect data, faster, better and more accurate, company must systematically starting over the way they do business by integrate information technology to meet the needs of the new century. He used the phrase \u201cRe-engineering\u201d and his idea has revolutionized the entire business industry.<\/p>\n

Dr Hammer wrote \u201cCompanies must rethink their fundamental of business and radically redesign their way of doing business by integrates information technology to achieve dramatic improvements in performance.\u201d The idea was so popular that it was immediately adopted by over 80% of large companies in the U.S (The Fortune 500) then spread quickly into Europe and Japan in 1993. By applying information technology to business instead of people, company owners have all the facts and data much faster to identify their inefficiency as well as their bureaucracy that they have created over time. By applying information technology, company owners and managers are able to see all information that often hidden from them for many years. An large manufacturing company executive told the Wall Street Journal: \u201cI did not know that it took several weeks for my written memo to reach workers at the factory floor. But the most surprising was what I wrote has been modified when it went through many levels of management so when it reached workers, it did not means anything. With information technology, I can send emails and within second, all workers receive it exactly as I wrote. Information technology is wonderful.\u201d Another company owner added: \u201cBy having information technology systems collecting data, and measures our company outputs, I know exactly our productivity, our revenues, and our cost within second rather than several weeks. As the owner, I can make decision faster by having all information that I needed. Information technology is indeed essential for all business.\u201d Within few years, from banking to manufacturing, from government to privates, the term \u201cRe-engineering\u201d has become popular and widely applied all over the world.<\/p>\n

Dr. Hammer put his idea in his first book \u201cThe Reengineering Revolution\u201d and it was immediately sold million copies in the first month and considered as the \u201cmust read book\u201d for all executives. He started with a phrase that even today is still considered a prophesy: \u201cCompany that does not focus on its customers and does not have the processes that produce value for its customers will not last in this world.\u201d He concluded the book with a simple advice: \u201cFinding out what customers really want, then designing processes to meet that demand.\u201d The book consists of several chapters but the key concept is to focus on defining a process for every key activity in a company rather than relying on personal direction of management. He predicted that in the 21st<\/sup> century, companies will have to compete fiercely for market position and efficiency is the key factor to come out ahead. Companies that have excellent process will be the most successful, most profitable, can grow quickly and eliminate competitors. He wrote: \u201cBy having information technology that enable the business processes, managers can access data and make decisions quickly and problems can be resolved as soon as they happen.\u201d<\/p>\n

Since his idea was widely adopted all over the world, he spent the next several years to collect data and analyze them then in 2004 he published another book called \u201cReengineering the Corporation\u201d where he wrote:\u201d Many companies from Dell to Toyota, from Southwest Airlines to General Electric have flourished not because of what they do but because of how they do it: By having excellent processes in place and have their people follow them, they simply operate much better than their rivals. By the time he published the second book, there were significant changes in the global business. The competition among companies was so fierce that over 70% of large companies had disappeared from the market, due to their inability to compete with stronger and better companies. Companies like Toyota and GE saw their stocks increase in value several times and continue to grow faster and bigger. Toyota was the first Japanese company to adopt Dr. Hammer\u2019s idea and having the best quality products. A company manager explained: \u201cWe have been building cars for many years, we have our manufacturing process in place but until we apply information technology to collect metrics and were able to make decision quickly, our quality improved significantly. It was this excellent process that we started to build high quality cars like the Lexus to compete with Mercedes and BMW. Our success was based on the idea of Dr. Hammer.\u201d<\/p>\n

In 2007 Dr. Hammer published his third book called \u201cFaster, Better and Cheaper\u201d where he advocated that business process need \u201cinnovation\u201d to take it to the next level. To do that, it requires technical knowledge and suggested an integration of business and technology into a new field called \u201cInformation system management\u201d. He warned that in the information age, it is essential that company executives must have knowledge about technology. He wrote: \u201cTo be in leadership position, executives must have both technical and business skills because they are the only lasting basis for superior performance\u201d. At that time, there were a lot of resistances from business schools people, many considered him as computer person not business person and should not meddling into the business area. Several business leaders called it: \u201cBold claim but exaggerate\u201d. Only few top universities such as Harvard, MIT, Stanford and Carnegie Mellon adopted his idea and opened a new field that integrates business and technology. Not until after his dead in 2008, people began to realize his wisdom as represented by successful technology companies such as Apple and Google, who both continue to thrive because of their innovative products and services.<\/p>\n

The business \u201cre-engineering\u201d concept is based on the term \u201cprocesses\u201d which are a set of activities defined clearly at both strategic and operational level. It was described as a \u201cfundamental rethinking and radical redesign of business to achieve dramatic improvements in cost, quality, service and speed\u201d. The concept requires management to analyze the company\u2019s traditional way of doing business which is based on a vertical functional structure, break them down to smaller tasks using a simple model called ETVX (Entry criteria, Exit criteria, Task, Verification and Measurement) then reassembling them in a more efficient horizontal process where workers can be trained to follow them for consistency. Dr. Hammer wrote: \u201cWithout process, everything is based on individual direction and personal preferences. This type of operation is very inefficient. It is often used to hide information, hide the inadequacy of management, hide the inefficiency of operation, and promote bureaucracy. Individuals often abuse the system by protecting their own function, their own positions and their own jobs. This is not acceptable in this time where global competition is critical. By eliminate this type of functional \u201cvertical silos\u201d then re-assembling them in a \u201chorizontal process\u201d, management can expose company wastes, inefficiency, and forces the companies to look at new ways to reduce waste and streamline themselves.\u201d<\/p>\n

Nobody disagreed with this idea of \u201cre-engineering\u201d but most managers are happy to impose it on others but not on themselves. Many used it as reason to lay off workers instead of improve the operation and gave \u201creengineering\u201d a bad name. During 1990s, many companies claimed that they applied Hammer\u2019s approach to lay off a large number of workers to reduce costs. The industry was in a turmoil which prompted Dr. Hammer to start his last book \u201cReengineering Management\u201d where we wrote: \u201cIf company owners do not seriously change their way of thinking and left most management jobs intact than they will destroy the very structure of their own company. Change must starts at the top with new thinking and new way to do business.\u201d Despite his pledge, many companies ignored it and continue to operate the same way they did before by reducing workers instead of managers to reduce costs. However, with globalization and business competition happens at a global scale rather than local scale, the number of these \u201cRefuse to change\u201d companies are disappearing fast.<\/p>\n

Re-engineering has been implemented with considerable success by some companies. The most successful is Apple Company. When Steve Jobs returned to Apple at the time the company was on the verge of bankruptcy, he began by reviewing every processes in the development of Apple products. By completely re-engineered its new-product process and eliminated unprofitable products, Steve Jobs could focus on \u201cinnovation\u201d product such as the iPod, iPhone, and iPad then re-engineering the company to be the largest and most successful company in the world today. When Mr. Jobs returned to Apple, its stock was values at $9 dollars. By the time of his death, the stock was valued at $ 510 dollars and could go higher. A Wall Street business analyst wrote: \u201cWhat Apple did was not new. The idea of having a defined and innovate process is well known for many years. However what they did was that they followed it to the extreme by eliminate every flaws, every inefficiency, and every small mistakes. Since everything is controlled by effective information system, from his office Mr. Jobs can watch almost everything happen in his company. By allowing him to look at every process in details and by having all employees trained to follow the defined process, they can build the best products in the shortest time possible, and still have the highest quality than their competitors.\u201d<\/p>\n

Since the success of Apple and Toyota, many people begin to talk about the concept of \u201cre-engineering\u201d as it is a new thing. Some schools began to offer Information System Management (ISM) in their program. In this fast changing world, people often forget thing quickly that business process reengineering is not new. It was proposed in the 1990s. However, it is still difficult to implement it even today. Many companies are still reluctant to adopt it. During an interview with the Wall Street Journal, a manager admitted: \u201cIt is a good idea; it works well somewhere but not in my company. It allows the owner to know more about what happen in the company. It allows the owner to identify flaws. It allows workers to see the data and make decisions to correct mistakes quickly. It reveals everything people do and it measures everything by computers. It is very efficient but as managers we cannot allow that to happen. What will happen to us?<\/p>\n","protected":false},"excerpt":{"rendered":"

Trong nhi\u1ec1u n\u0103m, c\u00e1c c\u00f4ng ti \u0111\u01b0\u1ee3c qu\u1ea3n l\u00ed ch\u1ee7 y\u1ebfu b\u1edfi nh\u1eefng ng\u01b0\u1eddi t\u1ed1t nghi\u1ec7p t\u1eeb c\u00e1c tr\u01b0\u1eddng kinh doanh v\u00e0 b\u1eb1ng c\u1ea5p trong … <\/p>\n","protected":false},"author":2,"featured_media":0,"comment_status":"open","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[16,3],"tags":[],"class_list":["post-1583","post","type-post","status-publish","format-standard","hentry","category-nha-doanh-nghiep","category-quan-li-he-thong-tin"],"_links":{"self":[{"href":"https:\/\/science-technology.vn\/index.php?rest_route=\/wp\/v2\/posts\/1583","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/science-technology.vn\/index.php?rest_route=\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/science-technology.vn\/index.php?rest_route=\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/science-technology.vn\/index.php?rest_route=\/wp\/v2\/users\/2"}],"replies":[{"embeddable":true,"href":"https:\/\/science-technology.vn\/index.php?rest_route=%2Fwp%2Fv2%2Fcomments&post=1583"}],"version-history":[{"count":1,"href":"https:\/\/science-technology.vn\/index.php?rest_route=\/wp\/v2\/posts\/1583\/revisions"}],"predecessor-version":[{"id":1584,"href":"https:\/\/science-technology.vn\/index.php?rest_route=\/wp\/v2\/posts\/1583\/revisions\/1584"}],"wp:attachment":[{"href":"https:\/\/science-technology.vn\/index.php?rest_route=%2Fwp%2Fv2%2Fmedia&parent=1583"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/science-technology.vn\/index.php?rest_route=%2Fwp%2Fv2%2Fcategories&post=1583"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/science-technology.vn\/index.php?rest_route=%2Fwp%2Fv2%2Ftags&post=1583"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}